Live from a boisterous NRF Big Show trade show floor in New York, Tim Mason, CEO of Eagle Eye and former Tesco CMO, is back on the podcast. While this is not Tim's first time on the podcast, it is the first time we've had the pleasure of meeting. We catch up and discuss post-COVID consumer loyalty and sorting through performance data in an inflationary retail environment.
Welcome to The Voice of Retail podcast. My name is Michael LeBlanc, and I am your host, I believe in the power of storytelling to bring the retail industry to life. I'll bring insights, perspectives and experiences from some of the retail industry's most innovative and influential voices each week. This podcast is produced in conjunction with Retail Council of Canada.
Live from a boisterous NRF Big Show trade show floor in New York, Tim Mason, CEO of Eagle Eye and former Tesco CMO, is back on the podcast. While this is not Tim's first time on the podcast, it is the first time we've had the pleasure of meeting. We catch up and discuss post-COVID consumer loyalty and sorting through performance data in an inflationary retail environment.
Thanks for tuning into this episode of The Voice of Retail. If you haven't already, be sure and follow on your favorite podcast platform so new episodes will land automatically each week. And check out my other retail industry media properties, Remarkable Retail podcast with Steve Dennis, and the Global eCommerce Leaders podcast. Last but not least, if you're into barbecue, check out my YouTube barbecue show Last Request Barbecue with new episodes each and every week.
About Tim
Tim joined as chairman in January 2016, later moving to CEO in September 2016. Tim has over 30 years’ experience within the grocery and retail industries, with a strong background in strategic marketing and customer loyalty. Previously Tim was a managing director at Sun Capital Partners and is currently a Non-executive Director at Gousto. Prior to that he was Deputy CEO at Tesco from January 2010 to December 2012. He held a number of other roles within the Tesco Group including CMO for Tesco and CEO of Fresh & Easy LLC. Whilst at Tesco, Tim was instrumental in the creation of Clubcard, Express, Personal Finance and Tesco.com.
About Michael
Michael is the Founder & President of M.E. LeBlanc & Company Inc. and a Senior Advisor to Retail Council of Canada and the Bank of Canada as part of his advisory and consulting practice. He brings 25+ years of brand/retail/marketing & eCommerce leadership experience with Levi's, Black & Decker, Hudson's Bay, Today's Shopping Choice and Pandora Jewellery.
Michael has been on the front lines of retail industry change for his entire career. He has delivered keynotes, hosted fire-side discussions with C-level executives and participated worldwide in thought leadership panels. ReThink Retail has added Michael to their prestigious Top Global Retail Influencers list for 2023 for the third year in a row.
Michael is also the president of Maven Media, producing a network of leading trade podcasts, including Canada's top retail industry podcast, The Voice of Retail. He produces and co-hosts Remarkable Retail with best-selling author Steve Dennis, now ranked one of the top retail podcasts in the world.
Based in San Francisco, Global eCommerce Leaders podcast explores global cross-border issues and opportunities for eCommerce brands and retailers.
Last but not least, Michael is the producer and host of the "Last Request Barbeque" channel on YouTube, where he cooks meals to die for - and collaborates with top brands as a food and product influencer across North America.
Michael LeBlanc 00:05
Welcome to The Voice of Retail podcast. My name is Michael LeBlanc, and I am your host.
I believe in the power of storytelling to bring the retail industry to life. I'll bring insights, perspectives and experiences from some of the retail industry's most innovative and influential voices each week. This podcast is produced in conjunction with the Retail Council of Canada.
Michael LeBlanc 00:11
Live from a boisterous NRF Big Show trade show floor in New York City. Tim Mason, CEO of Eagle Eye, and former Tesco CMO is back on the podcast. While this is not Tim's first time on the podcast, it is the first time we've had the pleasure of meeting in person. We catch up and discuss post-COVID consumer loyalty and sorting through performance data in an inflationary retail environment. Let's listen in now.
Tim Welcome back to The Voice of Retail podcast. How are you?
Tim Mason 00:52
You catch me at the end of a,
Michael LeBlanc 00:55
Long day. Yeah, yeah.
Tim Mason 00:58
Not long into my US visit so I have a bit of jetlag a few paces under my belt but all good, good. I had a great day.
Michael LeBlanc 01:05
It's great to meet you in person. You've been on the podcast twice. Your voice has been on twice. But like I said, it's great to meet you in person.
Tim Mason 01:11
Thank you. It's nice to meet you too. You came on my podcast as well.
Michael LeBlanc 01:15
That's right. I've been on your podcast.
Tim Mason 01:17
We are sort of old podcast friends but have never met. So,
Michael Leblanc 01:19
That's right.
Tim Mason 01:21
In which I guess a bit about the nature of the modern world. But it's nice to know,
Michael LeBlanc 01:24
It's nice to get back together. So, for those who maybe haven't heard your podcast with me or your podcast or my podcast, tell us a bit about who you are and what you do for a living?
Tim Mason 01:32
So, my name is Tim Mason. I'm the CEO of a business called Eagle Eye, which is a digital marketing business promotions platform. We do loyalty, personalised promotions, subscriptions, things like that. Just WIRED (inaudible) Christmas. So, I'm super excited about the French business Untie Nots, which again, is a promotional personalised artificial intelligence-based company in France. It's very, very strong in the French market. So, it's a great franchise and we are hopeful that we can have helped them expand further. In the past, I was a retailer most of my career with Tesco.
Michael LeBlanc 02:17
Yep. And you were a CMO at Tesco, right? You were CMO and CEO.
Tim Mason 02:20
I am CMO and I was deputy CEO.
Michael LeBlanc 02:23
Yeah.
Tim Mason 02:24
I was the Clubcard guy. So, my background is really in marketing for more than half my career in (inaudible).
Michael LeBlanc 02:31
And so what was it like, I am just kind of curious moving to the other side of the table to the dark side, or the light side from being the retailer to being the vendor? I mean, you've come with a unique perspective, because you're, you've been, you've walked in your now client's shoes, talk about that a little bit? What's that experience like for you? Is it a big adjustment?
Tim Mason 02:49
Well, I could say it's a bloody nightmare couldn't I. I think one of the things I remember in the late 90's probably. We established what was called corporate purchasing, and that became procurement. Because what we realised, and this was something that initially came out of the motor industry back in those days, was whilst we were extremely good at buying the products that we sold to consumers, we were not terribly good at buying products, not for research, and somehow it fell to the guy who was in charge of marketing and a number of other things to set that up and organised it.
Michael LeBlanc 03:35
But you probably had a fairly large budget with lots of external suppliers. So, that's probably why you got tapped for your role.
Tim Mason 03:41
And I was actually responsible for the building and maintenance of stores and the whole problem, (crossover talk) was on me, (crossover talk.). It's a sort of, it is sort of be careful what you wish for, (inaudible) purchasing (inaudible) is the (inaudible) of my life.
Michael LeBlanc 04:01
Strategic sourcing, they still call it it strategic sourcing,
Tim Mason 04:03
(Crossover talk) things like you know, people know the price of everything and the value of nothing and stuff like that. But suddenly, it's a big change.
Michael LeBlanc 04:09
Yeah.
Tim Mason 04:10
And one of the things that you realise is, you know, that the period I was there, I was very fortunate that we were a very successful business. One of the hallmarks, I think, of our business was that we made decisions very quickly and not always been positive. But we made decisions very quickly. One of the greatest frustrations of (inaudible) what I do now, is
Michael LeBlanc 04:39
A longer sales cycle than you'd like. Yeah. Why do you think that is like, on the one hand, there's a lot of forces that would point retailers to make faster than slower decisions because the markets are moving pretty quick. But in some markets, perhaps even in Canada, where the scale is such that you can't afford to make the same decision twice? Is that the conservative nature of it? Or is it a confusion? What do you, you know, as you've watched this evolve what do you, what do you make of the long sales cycle? Is it too long? Are we too conservative?
Tim Mason 05:14
My argument is you only learn by doing. So, all the time you're chatting you're not doing you're not (inaudible),
Michael LeBlanc 05:19
Right.
Tim Mason 05:20
And so elapsed time is a really (inaudible) cost. It doesn't appear to be but, in my view, it is a real cost.
Michael LeBlanc 05:31
It's as much in some ways a strategic risk as doing something doing nothing is I would argue a bigger strategy (crossover talk).
Tim Mason 05:38
I think the important thing to try here is to make decisions which are not (inaudible) right, which are positioned in such a way that this month, we're doing this thing. This month, the consumers go, I really like that one, oh, well, (crossover talk).
Michael LeBlanc 05:59
Let's do it again.
Tim Mason 06:00
And in five years’ time, (inaudible) enough, you're still doing it, you know, but to get yourself (inaudible) allowed to choose (inaudible) be agile, in fact,
Michael LeBlanc 06:07
Yeah.
Tim Mason 06:08
Rather than feeling that every decision is sort of life changing, career threatening, whatever, whatever.
Michael LeBlanc 06:17
And I guess that feeds into the idea of an MVP, a minimum viable product versus the final delivered thing.
Tim Mason 06:24
I agree with that, that is true. And I think that so in part, I think our job is to try if we can, to d- risk the decisions that we make around, (crossover talk). So, can we, so if you could argue, I think and I do argue that the acquisition that we've made Untie Nots enables you to really drink from the personalised digital marketing cup without having to make a (inaudible) integration, (inaudible) integration, which you have to do to do it for (inaudible).
Michael LeBlanc 06:33
Right.
Tim Mason 06:34
Now what Eagle Eye offers you ultimately, is much richer, much more seamless, much. But you can get in and you can try it through this, this new business that we purchased.
Michael LeBlanc 06:39
So, that was a very strategic acquisition for you?
Tim Mason 06:41
(Crossover talk), I'm hoping I mean,
Michael LeBlanc 06:46
Yeah, yeah, early days.
Tim Mason 06:50
(Crossover talk), but still the fat lady sings. Yeah that's, (crossover talk).
Michael LeBlanc 07:22
But it wasn't about buying the market, in other words, I'll frame it differently. You weren't buying market share, you were buying a particular capability, you thought would move the business, (crossover talk).
Tim Mason 07:30
Which I thought was applicable around the world, and we, what we're doing is buying the market, (inaudible).
Michael LeBlanc 07:33
Right.
Tim Mason 07:34
You know these guys work without (inaudible).
Michael LeBlanc 07:39
So, they were already there, best of both worlds, right.
Tim Mason 07:41
Right in France but, like, you know, it's an interesting thing, when you look at we're a business that will do, it will take $50 million, and see a bit less probably, but roughly, and as you build and as you grow, and as you scale, and as you develop marketing capability and you develop cold calling capability, you develop those things, and they're all linked to Salesforce and that performance based and you know, it's just got a lot of stuff to punch your way through, a lot of mistakes to make. And so I think for a younger business, that is sort of at the start of that we can just help them make more progress,
Michael LeBlanc 08:28
Make more progress faster. And so what, you're, we're here sitting in your booth at the NRF Show. A lovely purple colour I've seen now in the present so what, what I think you've been to the show before kind of visited the show is but I heard this is the first thing that actually presented at the show and had a booth. What, what spurred you to do that. Was it growth? Was it an opportunity? It's about time we did it. What brings you here?
Tim Mason 08:52
(Inaudible) it was about timing. You know, we've been, and we've been very busy. We've seen,
Michael LeBlanc 08:59
At the show today, like it's been a good show for you so to speak.
Tim Mason 09:03
Existing clients have popped in and said hi, and you know, put names to faces, (crossover talk). Literally talk to a lot of (inaudible). I think it's, you never know, you know, speaking (inaudible) time, money, (crossover talk).
Michael LeBlanc 09:25
You've been working on it for six months. I mean, you know, it's been, right.
Tim Mason 09:30
So, I think it feels like it's been a good thing to do. I'm glad we did it. And obviously it's not until we do the (inaudible). M) Sure. T) I'm going from here to, (inaudible). So, I've got a (inaudible).
Michael LeBlanc 09:39
Yeah, yeah.
Tim Mason 09:41
So, we'll have to see how that goes and how that compares. But it's been a good thing to do.
Michael LeBlanc 09:51
Now I'm watching behind you. There's an animated screen behind you with some of your clients. So, share who some of your clients are, you've got some in Canada. We've talked about that before.
Tim Mason 09:58
Yeah, I mean one of our cornerstone clients is (inaudible), who genuinely, I think are one of the best, actually personalised digital marketing loyalty development businesses in the world. We then have some businesses in North America, South-eastern, Versus, Gianvito. Staples. We have the largest retailer in Australia, Woolies, then we have quite a variety of British retailers. So, we have (inaudible) John Lewis partnership, (inaudible) Lewis, and we do some work for Tesco to distribute (inaudible), (crossover talk).
Michael LeBlanc 10:15
Yeah, yeah, yeah.
Tim Mason 10:17
So, the UK and then we have quite a large restaurant, casual dining pub business only in the UK. We don't do that (inaudible) not that we won't one day, but (crossover talk), (inaudible) grocery, drugstores in Canada would love to do some more drugstore business. At the moment, you know, our focus is expansion in the USA. expansion in continental Europe, (Inaudible) business accounts.
Michael LeBlanc 11:12
Yeah.
Tim Mason 11:13
We have a new regional director based in Germany, (inaudible) in Asia. We've just started working with IKEA in Indonesia in the last few months. And we have, we have a colleague based in Singapore, and I get to tour just before Christmas in Singapore, Malaysia and Thailand. So, you know, we've got a lot of opportunities, (inaudible) geographies, that we're not really in.
Michael LeBlanc 11:40
Yeah.
Tim Mason 11:41
We were talking about the sales cycle a minute ago, and it takes a while, sort of, you know, it should, that should generate for us the next generation growth in 18 months, two to three years’ time.
Michael LeBlanc 12:02
So, let me ask you with all this global, Tier 1 customer base that you have what, what insights, are you learning yourself and hearing from your clients saying? I think for example, we talked about last time, we've talked a couple times about what did COVID do, the COVID era did to loyalty and what it did to brand and what it did to consumers?
And you and I were speculating that, at the time, it was a little hard to sort out what it was, a temporary adaptation to a weird time in our lives versus maybe a structural change. We're in some kind of quasi-post-COVID world now. I think, for example, I've heard some retailers talk about that there's a bifurcation between and this is something we talked about in my other podcast, buying and shopping, for example, that retailers have buying (inaudible) shopping the buying is very transactional. It's not, it's, it's, I'm going to shop online, I want as little friction as possible. I don't really care what brand it is, versus shopping if I'm more engaged in the process. I'm more brand loyal, I'll take my time, I will go to a store. I'll experience it just as you sit back. data or data, and you're talking to retailers around the world, which is so interesting, you know, what are they, what problems are they trying to solve? And what,
Tim Mason 13:17
I think that's true. And I think there is an element of I mean, it is interesting, I'm assuming that somewhere in, in your list of questions is, you know, what, have you seen at the show? And if I can talk about (inaudible) answers, to some extent, by what I've seen at the show. One of the things that I've noticed is there is a lot of automation, mechanism around making eCommerce in particular, comfortable, but also more frictionless.
Michael LeBlanc 13:46
Sure.
Tim Mason 13:47
You know, a lot of automated picking machines, a lot of pain without cashing out machines.
Michael LeBlanc 13:55
Yeah.
Tim Mason 13:56
A lot of storage. You know, pick your parcel up from here, type of things.
Michael LeBlanc 14:02
Yeah, yeah. Lockable ca-, I walked by some lockable cabinets and, (crossover talk) all this self-serve stuff.
Tim Mason 14:06
So, I think a lot of that speaks to this point that you're making about making buying (inaudible). But if, by your definition, if they are, they're not some people who are making shopping interesting.
Michael LeBlanc 14:30
Right.
Tim Mason 14:31
Then potentially they will end up in a problem for bricks and mortar shopping. I mean, I think,
Michael LeBlanc 14:40
Or is it the Saviour? So, let me, (crossover talk), right.
Tim Mason 14:41
Oh well (inaudible) be gone, sorry.
Michael LeBlanc 14:46
Well, you know, I did a tour with retailers yesterday in Manhattan. They took a bunch of Canadian retailers on the tour. We went to a bunch of stores, jammed, people walking around, we had some efficiency parts, right. We went to Uniqlo and had a RFID checkout. But the rest of it was, you know, wow, look at this experience. We got tailoring, people were in the shops, and they weren't looking for less friction. They were looking for more experience and the two could I think what confuses retailers and analysts sometimes is, they don't think the two can coexist in the same place at the same time. And, you know, like, sometimes I want to go and buy a hat, I want to get the hell out of there. Other times. I want inspiration. I'm looking for something.
Tim Mason 15:26
No, I think that's right. I think the thought on frictionless, (crossover talk).
Michael LeBlanc 15:41
Sure, sure. If you're gonna be frictionless, you gotta be frictionless.
Tim Mason 15:43
But the bar is rising.
Michael LeBlanc 15:47
Yeah, yeah.
Tim Mason 15:49
If you are not frictionless. You know, if you haven't got it, if you can't check it out, whatever. You know, it's the basic building block.
Michael LeBlanc 15:59
Yeah.
Tim Mason 16:00
Don't work, they’re not Amazon proof.
Michael LeBlanc 16:04
Right.
Tim Mason 16:05
Then that's a problem.
Michael LeBlanc 16:08
Right.
Tim Mason 16:09
So, I think that those are like table stakes. And of course, the trouble is that when you operate your table stakes, the only thing you can then do, is maybe you can take some more (inaudible), but that starts to get diminishing returns.
Michael LeBlanc 16:18
Yeah.
Tim Mason 16:19
The next thing is that now we're going (inaudible) on price.
Michael LeBlanc 16:22
Yeah.
Tim Mason 16:23
So, that gets, you know, you really get yourself, (crossover talk).
Michael LeBlanc 16:29
It's a slippery slope.
Tim Mason 16:31
(inaudible) discount (inaudible) it's a hard, hard world.
Michael LeBlanc 16:36
Yeah.
Tim Mason 16:37
Off the (inaudible) of frictionless, if you can genuinely create value (inaudible). Then that's what we've all been trying to do in our lives. And I do think you have to do that. And I do think that, but the trouble is if it's not frictionless, then you could, you know, that is, that's just whistling in the wind.
Michael LeBlanc 16:49
You know, it's almost like frictionless has moved from a differentiator to a table stake. And you're either frictionless if you're not. If you're not frictionless, like go to the RH store, in the Meatpacking District, a seven-floor furniture store, it is not frictionless. It is the opposite of frictionless, but it's wildly successful, so that the two can kind of coexist.
Tim Mason 17:09
Clearly there are (inaudible) centres of excellence, I think one of the problems is a bit, when people come here to this part of the world, and they see what's going on and then they go away and say, Well, I've seen the future, (inaudible) you've seen them happy, you know, I mean, it's not gonna work in a suburb of Toronto. It's just, there's not,
Michael LeBlanc 17:36
And you might not win at it, given the organisation,
Tim Mason 17:40
But, I do think, you know, one of the things I remember when I used to go to Asia, where most, not only markets that we were in, in Asia, so you know, (inaudible) career in emerging markets, (inaudible).
Michael LeBlanc 17:45
Sure.
Tim Mason 17:46
But nevertheless, for Koreans, shopping was a leisure activity. And, and so what Koreans are obsessed, like, maybe (inaudible) obsessed with their children. So, (inaudible) and I don't know if it's true now. They show children's toys, books which led to soft seating, which led to a sort of library game, you know, it was an amazing investment in space and on wheels, so that people had somewhere to hang out. Because it was basically because it was a leisure activity.
Michael LeBlanc 18:24
Yeah, interesting.
Tim Mason 18:26
And I think that returning straight from (inaudible) can make themselves part of a leisure (inaudible) centre. Um, it was interesting. I certainly, you know, I worked Saturday morning and it (inaudible) Saturday afternoon free. A colleague, and I said coming to the pound is rubbish, but let's have a bit of New York retail therapy.
Michael LeBlanc 18:41
Yeah. Yeah.
Tim Mason 18:42
Well, (inaudible) and he's much, much more New York savvy than I am. Apart from the fact that half the stores are starting to close down, gone, disappear. You know, so actually, when you look at the afternoon as an environment it was a bit disappointing because things, just things that you expected to be there weren't there anymore and even if they were there, they moved, and you didn't know where they moved to?
Michael LeBlanc 18:58
Yeah.
Tim Mason 18:59
So, (inaudible). Somebody said to me, I'm gonna go for a shopping weekend in New York. I might say well, the pounds rubbish by the way, (inaudible). So, but I do agree with you and I was very much struck by, it sounded like you were talking about tailoring and then if you went to Suit Supply and but you know, Suit Supply as an example, it seems to be a business that has, is a very, very interesting,
Michael LeBlanc 19:22
Yeah.
Tim Mason 19:23
That prices are certainly not discounted, but they're not far from being, you know, high end,
Michael LeBlanc 19:38
Yeah.
Tim Mason 19:39
Their level of service, the personal services, encouragement to put your own personal software to deal with you while you're there. Then the fact that they can alter your trousers, take your jacket in, you know, you could probably go have a drink and then pick it up before you go. I mean it's, I found it very attractive, and it was a, it was very good. It would appear to me that they're doing if you look at how their stores are growing across the world, it would appear to be doing very well. I think there is a lot more opportunity for that. And that, you know, that majors on the strengths are being able to touch, being able to feel,
Michael LeBlanc 21:49
Right.
Tim Mason 21:50
Being able to drive up. One of the other things, (crossover talk).
Michael LeBlanc 20:59
Inspiration and experience, right.
Tim Mason 21:02
And that's what we were talking about (inaudible). You know, one of the things I think of this show is making, (inaudible).
Michael LeBlanc 21:13
Sure.
Tim Mason 21:14
One of the things I've seen is a number of mirror stroke cameras.
Michael LeBlanc 21:18
Yeah.
Tim Mason 21:19
Things that are about sizing. Well, I sought all of that out. So, this guy there says no, no, you want that size, do you want you want it nipped in here?
Michael LeBlanc 21:28
Right.
Tim Mason 21:29
(Inaudible) at the very least you want it, you know it works really well, I think. So, I agree with you. And I think the interesting thing is that all the things that have ever been an issue with (inaudible) you know what's, are (inaudible)? Whats our customer? What's our customer (inaudible)? How do we convince customers to do (inaudible)? How do we convince our employees that it's worth putting the customer you know, to all those things which are sort of not typically are not easy to do, you can spend your entire life on doing.
Michael LeBlanc 21:51
Yeah.
Tim Mason 21:52
Now we've got this whole new stream, which is as a digital stream, which it should either amplify and be part of. But there's a whole new capability that you need to have. But that doesn't remove the need for being clear about what your customer strategy is and how you create valued customers, how you engage employees,
Michael LeBlanc 22:40
How are you differentiating versus, (crossover talk).
Tim Mason 21:46
How to deliver a differentiated experience,
Michael LeBlanc 21:54
Different-, I was talking to somebody today about the axis of differentiation and relevance. That you see lots of differentiation but you better, you better make sure you're on a high on a relevant scale, or you're just wasting your time. And it was a great conversation. Last question for you. If I want to learn more about Eagle Eye or get in touch with you, how do I do that?
Tim Mason 22:40
Oh, (inaudible).
Michael LeBlanc 22:47
Right.
Tim Mason 22:48
And, you know, just we'd love to talk to you. For a book Omnichannel Retail, which, which sort of gives, gives some of my views about how you do this stuff. But no, just get in touch. We've got offices, nearly all over the world.
Michael LeBlanc 22:59
Yeah. You have offices in Canada, right. So, (crossover talk).
Tim Mason 23:05
We pride ourselves on it. Interestingly, I mean, sort of spent my entire life thinking about the issues we've been discussing. And then bringing that to a technology company. What I believe is that people in the technology company create fingerbangs. So, we have to put our people first.
Michael LeBlanc 23:29
Interesting. Yeah, yeah.
Tim Mason 23:30
So that they're able to put the customer first. And so one of the things I look at with pride, our business owners, is (inaudible) very nice. And know which way is up, that they're charming, (inaudible) you know, they're helpful,
Michael LeBlanc 23:45
Right.
Tim Mason 23:46
They're energetic. They work perfectly, (inaudible).
Michael LeBlanc 23:49
That's awesome.
Tim Mason 23:51
Thanks for coming. Lovely to see you. And I wish you safe travels too.
Michael LeBlanc 23:56
Thank you very much. Thanks for tuning in to this episode of The Voice of Retail. If you haven't already, be sure and follow on your favourite podcast platform so new episodes will land automatically each week.
And be sure to check out my other retail industry media properties Remarkable Retail podcast with Steve Dennis and The Global eCommerce Leaders podcast. Last but not least, if you're into barbecue, check out my YouTube barbecue show Last Request Barbecue with new episodes each and every week.
I'm your host Michael LeBlanc, Consumer Growth Consultant, President of M. E. LeBlanc & Company Inc, and Maven Media, and keynote speaker. If you're looking for more content or want to chat, follow me on LinkedIn or visit my website at meleblanc.co.
Safe travels everyone.
SUMMARY KEYWORDS
frictionless, podcast, retailers, talk, buying, stores, long sales cycle, Eagle Eye, bit, consumers, retail industry, world, business, decisions, shopping, retail, people, personalised